Global Talent Potential Analysis and Development

Globally, there are too many important positions and not enough talented people to fill them. How can companies create an internal supply of identified talent who can move into positions of greater responsibility?

TWIST Consulting/ITAP Europe (in Munich, Germany) has developed a rigorous approach used throughout the ITAP network that involves senior executives in a process to analyze the potential of identified internal talent for the purpose of development. Organizations of all sizes use this process (for higher level talent, with mid-level talent, to assess all those identified as “talent to watch”). In all cases, this process is a collaboration between supervisors, senior management, human resources professionals, and the individuals who have been identified for development.

The Basis for Talent Development is the Competency Model

ITAP uses the client competency model (if it is really up to date, aligned with their present strategy of the company, and has an eye to future talent needs). If there is no up-to-date model, ITAP supplies one which is adapted to the client’s needs via interviews with the Managing Director. For example, ITAP asks:

What are the strategic challenges for a company?

How do the leadership competencies need to be adapted to meet the future strategic challenges for the company?

Is intercultural competence part of your competence model?

Once that is established there are 6 steps in the process.

Step 1: (Prior to the session) Custom Design of Activities Aligned to the Competency Model

ITAP partners with the client to gather data in order to develop scenarios and cases specific to the industry and functions within the client company. A wide variety of activities are custom created so they can evaluate the specific competencies for that organization.

Step 2: (Prior to the session) Identification/Selection of talent

In most companies there is already a process for identifying future talent (e.g. superiors nominate them; or have executive conversations/panel discussions about candidates each year). In some cases, current/sopecial responsibilities might be a way to identify talent (e.g., project managers, line managers or specialists, those who have expressed a desire to do more global work, etc.).

In some cases, potential candidates run through a Selection Assessment Center with ITAP.

Step 3: (To start the session) Rater reliability training is required for senior managers who will take the part of “Observers” (evaluators) in the sessions.

Facilitators will demonstrate sample activity results. Senior managers will evaluate them against a set of competencies and a facilitated rater reliability session follows so that objectivity of the evaluators in the real sessions is assured.

Step 4: (Within-the session) Participants are assigned activities (individual, duo and team activities) and evaluators (line managers or executives who are “observers”) discuss the results.

These are discussions to identify the gaps between “as is” vs. “need to be“ in the participant´s capabilities. These discussions are conducted with the support of a “facilitator” who helps the observers justify their evaluation. (These occur while the participants are preparing for their next activity.)

Strength and weakpoints of each particicpant (on the basis of the competencies) are identified in the process. (Throughout the activities, each competency is measured at least 2 times independently in differnet exercises to assure objectivity).

At the end – facilitators and observer consolidated recommendations for

Potential Placement: What kind of job (family) is optimal for the candidate

Development Plan:

Which of the competencies are strongly developed and should be seen as resources in future

Where is need for development

How could the candidate be supported (professional development, on-the-job opportunities, training, coaching, some combination)

Step 5: (After the Session) Initial Feedback

Each participant gets 1 – 1.5 hours a feedback session with a facilitator to give them an overview of the observer’s recommendations

All results are formalized by the facilitator into a written report that is given HR

Participants each get a copy of the formal feedback report.

All results are discussed between the participant, his/her supervisor, and HR in preparation for inclusion in their development plan (see below)

Step 6: (After the Session) Talent Development Planning and Implementation

The company uses the reports as a basis for extended development plan for those who attend

In most cases, talent and/or global top talents also get a seminar program of from 4 – 10 sessions throughout the year (some of which are virtual) as well as additional self-assessment and development activities

SAMPLE RESULTS BY COMPETENCY

Frequently Asked Questions

Focused Development: Talent is given the opportunity in a variety of activities to demonstrate their capabilities and to learn about where they (and the company) might benefit from development.

Cost savings: This is a process that helps companies scrambling for new talent to look inside their organizations and dig deeper to find gems that may be critical to the success of their companies especially in preparation for future needs.

Retention and motivation of internal talent: In difficult financial times this process is a gesture that expresses that talent is important to the organization.

Involvement with and exposure to senior executives: Senior executives get to meet and evaluate individuals they might never see otherwise and get a better sense of what talent lies deeper in the organization. This also provides opportunities for employees to get in front of the senior company leaders and show what they bring to the organization.

B. How long is the process?From ideation to delivery, the length of the program depends on whether there is a leadership competency model. If there is, the time frame is shorter.